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Strategic planning only helps organizations when they are kept active and implemented. The strategic plan defines the business direction. That direction is based on the future, the vision of the company. Before an effective strategic plan can be developed a clear and compelling vision is needed. Visions are optimistic, the ideal picture of the future. The strategic plan that results from the leadership team’s strategic planning is the map to that vision and then it is only effective if it is implemented.

Strategic plans can sound intimidating and overwhelming to many small business owners. The most effective strategic plans are those that are simple, completed with the leadership team and key people in the company. Complex documents that consume excessive amounts of time to create don’t guarantee success. In fact, the large and cumbersome strategic plan can be so overwhelming that it just doesn’t work. Strategic planning sessions that go on and on for months also fail because so much time is consumed in the planning and the implementation, which is the key, is pushed aside. The goal to have the perfect strategic plan doesn’t produce results. Instead, the team that engages in strategic planning and produces a good working document is more likely to succeed.

To create your strategic plan:

Start with vision. Write down what you envision for the future. What does the future of your business look like? What do you want for the future? Vision stories are inspiring, it’s your dream. Once you have created your vision you can begin building strategies.

The vision is the destination, where you are going. The strategies are the map that gets you to the vision. Company values are the guide or the “compass” in our map metaphor for making decisions along the way. Values keep you oriented and in alignment. When values are out of alignment the company is off track; not moving in the direction of the vision.

Strategic goals can be limited to the top 6-10. By having fewer goals the plan is able to stay alive and in front of you and the team. By alive, it means that the plan is always where you can see it, use it and keep working on it. It means that the team is focused on the strategic goals at all times, talking about them, brainstorming on them and reporting to each other their successes and challenges.

To set strategies for your business first look at the vision, the different aspects of the vision. Brainstorm all of the goals, all of the strategies for each aspect of the vision. With brainstorming it is important to get all of the ideas out and write them down without judging them or editing them. Often the best idea comes from an idea that at first look seemed too wild or crazy. Ideas jump off of other ideas.

Once you have brainstormed all of the possible goals, prioritize them. Often strategic goals can be grouped with similar strategies. This can help in the prioritization process. The goal is to narrow the list down to the top 6-10 strategies. What are the goals or strategies that will give your business the future you envision, that will create a breakthrough that will produce the results that you want? Those are the goals that you should be selecting as top priorities.

Creating a powerful strategic plan is just one of the first steps. Many organizations have strategic plans that are well thought out and crafted. Where they fall short is in the implementation of that plan. Implementation is the key. If you fail to implement, the results will not be what you set out to achieve.

Implementation is the result of focused and continuous action. Strategic plans don’t just happen on their own: they require your attention. By keeping the plan in front of you and the team responsible for the plan, focus is maintained. Regular meetings about the plan also keep the plan moving in the right direction. Check-in meetings hold people accountable. When teams don’t meet and don’t keep their eye on the plan, the day to day interferes and the status quo remains. In order to make changes in the results that you achieve there has to be intention and commitment on the part of the team. The check-in meeting gives the team the opportunity to review what is happening, what is interfering with the results they want and need and make the changes necessary to change the outcomes. Through the intention of the leadership, the plan and the team, the culture of the workplace can shift from one of non-performance to one of performance focused.

Performance focused companies are companies that are thriving. The energy of high performing teams shifts the energy of the whole organization. It becomes more positive and contagious. People become excited about the vision, the plan and their implementation of the plan. Results create energy and excitement that keeps the plan moving, it propels the plan and the ultimate results of the company.

Organizations that produce results have a clear vision of the future; have a plan that is simple and strategic; and they work on the plan all the time. Their actions are designed to move that plan forward. They don’t let themselves or others get in the way. Through effective strategic planning and by implementing the strategic plan organizations achieve results.

* Do my leaders exude fundamental, critical characteristics of a fully engaged employee, such as initiative, passion and accountability?

* What would compel ME to go above and beyond my job description?

* If I had the opportunity to contribute to the development of my organization’s vision and goals, how would this impact my commitment to its success?

If you gave this some thought, you probably concluded that the most effective way to energize your workforce is to invite people to participate in creating a riveting vision for your organization that gets them screaming: “Wow! Let’s make it happen RIGHT NOW!” Moreover, this vision has to relate specifically to each person’s job. They need to get it, live it and bring it to fruition. To achieve this, your strategic visioning and planning process MUST be exceptional.

If your current strategic planning process doesn’t inspire mass outbursts of high fiving and a general leaping about with excitement in your organization (literally or figuratively, depending on how succulent your strategy is), maybe its time to embark on a fresh path that tantalizes the emotional intelligence of every person in your organization and provokes widespread peak performance.

What Employees Want

According to what we learned last month, engaged employees:

* understand the organization’s strategy and goals and how it relates to their specific job;

* can see a future for themselves in the organization;

* seek opportunities to use their talents; and

* expect career development and training offerings.

Since people need to invest themselves emotionally and intellectually in the organization in order to become engaged, crafting an inclusive strategic planning process is the perfect channel for establishing an engaging corporate culture and rousing peak performance.

Best Practices

The most successful organizations make employee engagement an ongoing priority and include it in their strategic plan.

Best practices include:

* clarifying the organization’s strategy and goals;

* developing their managers to their full potential;

* redefining career paths so that employees can easily carve out a meaningful future for themselves within the organization;

* creating a motivating corporate culture; and

* taking action to implement employee engagement strategies.

An inclusive strategic planning process propels you to activate each of these best practices.

8 Things You Can Do

Here are eight things you can do to ramp up your employee engagement score through strategic planning:

1. Tell EVERYONE in the organization what you are doing.

This is not the time to close doors, but to fling them open and invite your people to jump into your organization’s future with both feet. By getting every single person actively involved and excited about developing and achieving your organization’s vision, you are dipping into a phenomenal emotional and intellectual vat of ideas, opinions and energy. Be sure to:

* Specify the objectives of the strategic planning process.

* Describe the steps of the process and everyone’s role within that process.

People will likely assume that strategic planning means change. If they don’t know what’s going on, this could cause alarm instead of excitement. People can usually handle change better if they understand what’s going on, so just let everyone know what strategic planning is all about, why you are doing it and what the benefits are. You can provide this information in many ways – post posters, hold a “town hall” meeting, be a guest speaker at department team meetings, go on a walkabout and chat to people, send an electronic mail-out, distribute information sheets, hold focus groups, etc. Remember: just because strategic planning is an “executive” level activity, this doesn’t mean that people aren’t interested or don’t want to have a say in where the organization is going. If they have a say, maybe they’ll stay!

3. Invite input from a wide variety of sources.

Definitely gather your executive team together for a specific strategic planning session, but don’t stop there. Beforehand, invite employees at all levels of the organization, shareholders, customers, suppliers and advisors for their ideas. Ask specific questions appropriate to your audience. For example, you could ask customers what they think you do well and what other products or services they would like to see you offer. Discover what they think your key values are based on their interaction with your employees. Find out about your reputation in the industry by asking suppliers what they hear about you. Query shareholders about the trends they see happening that could present you with a business opportunity.

4. Get creative about how you gather information.

Surveys are useful tools and have a definite place in the strategic planning process, but dare to expand your data collection strategy. Think outside the box and blatantly encourage public brainstorming. For example, if you have a central gathering space in your organization, roll paper around the walls and put a jar of coloured markers next to it. Post one specific question for employees to answer, such as “What is your vision of our company or organization by the year 2013?” Award thank you gifts to customers for submitting 3 ways to improve your competitive edge. Hold a contest amongst your stakeholders and suppliers for identifying 10 new business opportunities.

5. Encourage each employee to act as if they owned the company.

Each person working for your organization emotionally “owns” their part, whether it’s the product they create, the customer they take care of or the policy or process they develop. Encourage this sense of ownership and pride to swell to the organization as a whole. Ask them: “If you were the president of this organization, what would you want it to look like in 3 years? If you owned this company, how would you perform differently in your current job?”

6. Include an employee engagement strategy as one of your goals in your strategic plan.

Develop a clear process for rolling out the final strategic plan from top to bottom. Let EVERYONE who contributed to the plan know what happened as a result of their input. Circulate the final strategic plan for all employees to read. Plan a celebratory launch of your Vision, Mission and Values Statements to your customers, suppliers and other stakeholders.

8. Align, align, align.

This is so important that it bears repeating. ALIGN, ALIGN, ALIGN. If you don’t do this, there is really no point in embarking on a strategic planning initiative at all. It is absolutely vital that you align all of your organization’s objectives to each and every person’s job. Outline a comprehensive process for ensuring that individual performance objectives are directly linked to the achievement of your organization’s vision, mission and goals. Be sure that all of your leaders have a strategy to unveil the final plan to their teams and direct reports all the way down the line, and that a consistent message is clearly communicated. Ideally, you should be able to walk up to any employee in your organization and ask them how their job relates to the achievement of your organization’s goals, and they should be able to come up with a succinct explanation AND BE EXCITED ABOUT IT.

Okay, just one or two more…

9. Demonstrate sincere appreciation for everyone’s input.

Publicly thank people for taking the time to consider the organization’s future, gather their thoughts and speak their mind. Survey after survey shows that employees want to feel appreciated and know that their opinions are taken seriously. Remember to thank your customers, suppliers and other stakeholders for contributing to the development of your organization’s strategic plan. Not only will you end up with a higher quality strategic plan, you will develop customer loyalty too.

Above all…

10. Be ABSOLUTELY PASSIONATE about the strategic planning process.

Excitement is contagious. Act excited and positive about building your organization’s future and get others excited too! Talk it up at every opportunity, and create opportunities to talk it up. You are an engagement role model for everyone around you throughout the strategic planning process. If you “think engaged”, “speak engaged” and “act engaged”, so will others.

We have all experienced it. The dreaded process of spending hours upon hours creating a strategic business plan that maps out the goals of the organization. We develop the targets and create lofty initiatives only to see the year come and go as we scratch our heads and wonder why we didn’t achieve all our goals. The plan may have been solid, but the execution was flawed.

I have witnessed countless examples in my career where companies establish strategic goals for the organization, but fail to create an operational process to hit those goals. There is a disproportionate amount of time spent on the strategy compared with the detailed tactical plan of executing against that strategy. All too often, managers attempt to point their teams toward the strategic end game, but provide little guidance of the step-by-step tactics in order to get there.

The strategy is the sexiness of the plan, the tactical execution, not so much. Often, in order to achieve the strategic goal, the discipline required for executing the vision is the equivalent of “watching paint dry”. It is not that fun to be a grinder. But grinding through the minutiae with a well thought through execution plan is often the difference between success and failure. I will take a team of grinders over a team of strategists every time.

Here are some hints to converting your strategic business plan into an actionable series of tactics:

Write An Actionable Plan: Business plans come in many shapes and sizes. Strategic business plans should provide financial targets to achieve, high-level strategic initiatives to reach those targets and an overarching philosophy in which the company operates. In my experience, this is the easiest part of the task – identifying core areas of the business that needs to be addressed. Much like putting together a household budget, it is easy to say, “pay off the mortgage” or “save for college”, the larger challenge is actually doing it! Write the strategic plan with action steps in mind.

Morph Strategy To Tactical: A business plan that hits the mark is one that not only identifies the strategic direction of the company, but also maps out the tactical elements that enable the company to execute on the plan. This is where most companies fail to deliver. They fail to operationalize their strategic plan into tactical initiatives. Why are these strategies going to deliver the greatest return on investment and effort? How are they going to complete and deliver on their strategic plan? Who is responsible for all of the steps required to execute? Where and in what part of the company are these strategies executed?

Cascade Throughout Team: The strategic plan generally comes from the top and it is up to each of the department heads to internalize these plans and cascade the tactics throughout their teams. Specific tasks should be assigned with timetables to ensure that initiatives are being executed on-time and on-plan. Each day, week and month should be mapped by the team in milepost form in order achieve the end result. Again, like saving for college, it has to be a methodical, disciplined approach that sets aside monies weekly or monthly in order to save enough over a prolonged period of time. A manager sets the benchmark, helps the team lay out the tactics and mileposts, and then holds their time accountable to achieving those mileposts.

Set Targeted Benchmarks: In my opinion, this is the single-most important item in being able to deliver on a strategic plan – delivering on action plans in a step-by-step fashion. Fifteen years ago I had back surgery that stopped my days of running. I have since taken to walking- a lot of walking. In fact, this year, since I fly from Raleigh to Boston quite frequently for business, I set an annual target of walking the equivalent of Raleigh to Boston and back to Raleigh – roughly 1,225 miles. The strategic goal was set; the tactical goal was approximately 3.36 miles a day, every day for the year. I can’t walk 1,225 in a day so armed with my Nike Plus system that measures my miles; I stay abreast of my progress every day with an eye on the end goal. My daily monitoring operationalizes the strategic goal by breaking it down into daily tasks. At the time of this writing and some 290+ days into the year, I am averaging 3.41 miles a day.

Monitor Weekly & Monthly: My walking example above lays credence to the old adage “You Can’t Manage What You Don’t Measure”. The management of my tactical execution of an overall strategic goal not only indicates that I am on target, but also provides the inspiration to stay on task. Achieving strategic success is one part execution and one part inspiration. Hitting mileposts on a regular basis provides the ongoing desire to see the plan to its full fruition. Setting up monitoring mileposts not only keeps the taskmaster on plan, but also allows for the manager to communicate these successes to their peers. Strategic targets can be daunting at the onset, but breaking them down into “chunkables” makes achieving them manageable.

Operationalizing a strategic plan is a discipline that separates the planners from the doers. Successful organizations create a team that consists of both types of individuals. A team that can take lofty strategic plans and tactically execute them is one to be reckoned with.

An often offered comment to me when I speak about strategic planning to small business owners and managers is that their company or organization is too small for strategic planning. Or they will offer any number of other excuses why they do not use strategic planning for their business. In my opinion, this is a sad commentary on the thinking of these small business people. They do not realize or comprehend that their business or organization is on their way to the business graveyard without a strategic plan.

Well, I really believe if the truth were told, the real reason they do not do strategic planning is related more to fear than anything else. And so I ask this question: “why are so many of these businesses strategically challenged, strategically averse and/or just plain scared or fearful of strategic planning?” Your Strategic Thinking Business Coach reviewed and reflected upon experiences with this type of small business thinking and offers the following list of ten major fears that drive small businesses away from strategic planning.

Fear #1: Fear of being intimidated and overwhelmed by the strategic planning process.

Many small business owners and leaders have pre-conceived an idea of what strategic planning is and fear that the process of strategic planning will be too overwhelming for them. Therefore, they feel intimidated by the process and do not want to even start the process.

Small business leaders may have had some extremely negative and possibly harmful experiences with strategic planning in the past. They may have had a very poor consultant that was brought in and nearly ruined the business. Maybe they spent weeks in meetings without accomplishing one thing because they did not use a professional facilitator. Or maybe they launched a plan without any means of accountability.

Fear #3: Fear of the amount of anticipated time and commitment to develop a strategic plan.

Small businesses do not have a large corporate staff and are so busy putting out fires and managing day-to-day activities that they believe they will not have time to focus on long-term and strategic thinking. They want to keep working “in the business” but avoid working “on he business.” And this translates to a basic fear that if they divert time to strategic planning, the business will fall apart in the meantime.

Fear #4: Fear of academic or the ivory tower thinking.

Many small business owners are distrustful of theories, systems, generalizations and formulas. There is the fear of “this is fine in theory but I does not work in the real world.”

Fear #5: Fear of the facilitation process.

The most effective strategic planning meetings use the skills of a professional facilitator. Small business owners and mangers may fear that the meetings, no matter how well intended, will end up as gripe sessions or hours of aimless wandering without a clear agenda or purpose.

Fear #6: Fear of commitment.

A benefit of strategic planning is that it leads to decisive action. So, in companies where the owner and management likes to “hold back” or “hedge bets,” work on many things at the same time and “keep all options open,” this can be a real problem. This stems from a fear of making a decision and following through with commitment to carry out that decision.

Fear #7: Fear of accountability.

Most small business owners are only accountable to themselves and many times that really means they are “not accountable to anyone” and are not really held accountable. With strategic planning, there is a system of accountability built into the plan and this causes some real fear and distress to some small business people.

Fear #8: Fear of failure.

In small businesses the cost of failure is high and the personal risks are great. In large companies, the management is really dealing with someone else’s money. In small business and especially with entrepreneurs, one’s livelihood is at stake. A winning strategic plan could help the entrepreneur realize his dream, but a losing plan could result in a nightmare.

Fear #9: Fear of the cost of strategic planning.

This fear arises when there is no strategic thinking used to look at the value of strategic planning to the business compared to the cost. Fear also arises when strategic planning is viewed as an expense rather than as an investment.

Fear #10: Fear of discomfort and confrontation during the strategic planning process.

Many small business owners and managers are very fearful and uncomfortable with “confrontations” and they go to great lengths to avoid them. They are very uncomfortable in any confrontation and are fearful that they will be confronted with some issue or problem during the strategic planning process that they would rather avoid. Therefore, they decide to not engage in the strategic planning process.

If we (Performance Solutions Technology) were consulting with you today, and
looking at your Strategic Plan, we would be emphasizing three important constructs
that dramatically improve the ability of your Strategic Plan to deliver business
results. They take it from being a plan, to something you can put into place and
execute… all year long. Let’s go over what we emphasize:

1. The Strategic Plan is about “must have” growth nothing
else. Bottom
line, all of your strategic goals should be about growth, example: growing
sales, growing people’s effectiveness, growing internal efficiencies. Growth is
what we are after; not mission statements, not organizational philosophy, not
politically correct statements (to insure every group has a line item in the
Strategic Plan) just
growth.
And not just any growth. Not just nice to have
growth, “wouldn’t it be
nice/good/we really should” growth you
want to keep your Strategic Plan
very lean and mean, and limit it to just the areas of growth that will power
the business forward. Be thinking in terms of the opportunities given your
strengths and the market landscape that are mandatory for the growth of the
business.

2. Aside from tracking financial returns as part of your strategic plan,
every goal has to have a plan, represented as initiatives. Every
initiative supporting a growth goal has to stand two tests.
If your strategic goals and initiatives don’t link to goals and projects in your
business operations, they will typically be undersupported
in the day to day work process and shouldn’t be in your Strategic Plan. This is our working
definition for alignment. But what about those tests?

1. The first test we use when looking at initiatives is – “Do they represent a
compelling plan for achieving the strategic goal?” They should represent a
believable,
testable, sequence for achieving the strategic objective while
minimizing risk of lost time, missed opportunities and incorrect use of
resources. Initiatives represent your game plan. How good to you want your
plan to be?

2. The second initiative test is embraced by the following question, “Is that
(initiative) really required to reach the strategic goal?” If the initiative is not
critical to reaching your strategic goal, don’t keep it in your plan. Keep your
plan light and focused, you want to carry and drive this throughout
the
year. Sacrifice or trade comprehensive descriptions for targeted, punchy
sentence stubs.
Note: All noncritical
initiatives should be in your Operations
section, not your Strategic Plan. Don’t fill up your Strategic Plan with
multiple layers of initiatives, many, if not most, of them should be
represented as projects under different business, product and service
initiatives in the Operations area of your business in a strategic
management software tool like ManagePro.

3. If a goal isn’t measured, it doesn’t belong in your strategic plan.
If you haven’t figured out a meaningful way to measure each strategic goal
and supporting initiative it
doesn’t belong in your plan. If you’re not tracking
it via your scorecard, don’t keep it. Said another way, if it’s not worth the
time to measure and track, it doesn’t belong in your Strategic Plan. It’s that
simple. Whether or not a strategic goal is measured and tracked is one of the
best for predicting what you will actually execute through the year.
Conclusion: To construct a strategic plan that can really empower your entire
organization, focus on three areas:

A few decades ago, it was hard to find a good teacher. The only option that you had was to look for one in your area because the Internet was not available at that time. Nowadays, the internet has made it a lot easier to learn from the comfort of home. If you have been thinking of taking a certain course to hone your skills, we suggest that you check out Udemy. Let’s find out how people make money on Udemy by launching courses through websites. Read on to know more.

What Is Udemy?

Basically, this platform brings both students and teachers together. As a matter of fact, Udemy is one of the top platforms for online courses. It offers a lot of free tools and support for instructors to develop courses and make money from them.

Udemy allows anyone to create a course and offer it to everyone across the globe through its platform. Nowadays, the platform has more than 15 million students from more than 190 countries. Moreover, it has courses in more than 80 languages.

Launching a Course

If you want to submit a course on Udemy, you may want to follow the steps below. We will talk about each step in detail so you can get started without any problem.

Sign up

First of all, you may want to go to the home page of Udemy and sign up for an account, which will cost you nothing. As soon as you have signed up, you can access tons of free as well as paid courses.

Course creation

After signing up, you can hit the “Teaching” button. The “Create a course” button will show up that you can press to create a course and become a tutor.

Udemy revenue model

For course creation, Udemy won’t charge you any fee. On the other hand, for selling, you do have to consider the revenue model offered by the platform. Let’s find out more about the revenue model.

Instructor promotion

After a lead generation, the entire revenue goes to the course instructor. For instance, if a lead is generated through the coupon code given by the course creator, the instructor will get the revenue.

Organic traffic

If the course buyer comes to the platform through organic traffic, 50% of the revenue will go to the course creator. And the rest will go to the website. So, there is a lot of money to be made even if you don’t use other means to get the word about your courses.

Other revenue sharing model

This revenue sharing ratio can be between 25% and 97%. Actually, the ratio is based on the fact whether the customer comes to the platform via deals, ads or affiliates. So, based on these factors, the revenue can be more or less.

Resources for Udemy

Udemy helps you throughout the process. Whether you are going to create a course or you want to promote, the platform has resources for you. Udemy offers tons of free resources that help you make your course a success. As a matter of fact, the free resources on this platform are on the list of the best advantages of Udemy, as they help you make money from your course without too much struggle.

So, if you have been thinking of creating a course and publishing it on Udemy, we suggest that you take into account the advice given in this article. Just make sure your course is interesting and it can help your students learn new things. And that’s all you need in order to sell your courses and make a lot of money.

If you have ever spent time looking for ideal solutions to success online, you could find yourself very frustrated. You found that there are basic ways to succeed in this line of work. You know that online work isn’t hard, physical labor. Working online is easy in that there isn’t a lot of physical work involved. People who work hard as builders, factory workers, office personnel and in administration, must work hard and produce good results or they no longer have a job. Online work isn’t hard physically. However, it takes tenacity, perseverance, and a little knowledge to be successful. Perhaps herein lies part of your annoyance. Let’s look at some things that bring frustration into your ideal online performance. The items are not listed in any particular order of difficulty or ordered frustration levels.

Number 1, Building a Website

The number one thing that frustrates many people and keeps them from being successful online is building a website. This one thing kept me from being successful online years ago. When you find the right training building a website can be really easy. You don’t have to know HTML to build one today. You can learn how to make a website at certain locations on the Internet. There are places where you can learn how to make a free website.

Number 2, Finding a Domain Name

The best way to relieve frustration from finding a domain name is to first find the niche you want to promote. The name of your site needs to match the niche you have chosen. So, the way you keep this from being frustrating is to identify your niche, and then write a list of 10 to 15 names that describe your niche. It’s like choosing a title for a book, the title must tell what the book is about. Same with your domain name. It must tell what your niche is about. I prefer to stick with a .com. It’s just a personal preference that you don’t have to adhere to.

Number 3, Getting Site Ready

Until you learn, getting your site ready for search engine optimization can be really frustrating. Actually, it can be next to impossible if you don’t have the proper training. Again, I have a page for you to review that explains the ins and outs of preparing your site for SEO. Again, you can write articles, use social media such as Facebook, Twitter and Pinterest. The big question you need to ask is, “Where are you going to get the training and knowledge on how to make these ideas work for you?”

Number 4, Getting Traffic

The number one goal for any marketing site is to drive traffic to it. There are many ways to do this, but the only way I choose to do this is by writing good content for my website. What if you can’t write, or at least you think you can’t? Many sites offer training on how to write.The training on a few sites is phenomenal. Every bit of the training is to help you build a site, monetize it and then drive traffic to it. You can learn so many ideas on what to write that you will never run out of something to write about. Getting traffic is almost done for you. All you have to do is follow directions.

Number 5, Training

Before I found a helpful site, training was my nemesis. The lack of training defeated me every time and cost me money. The training I have gotten has given me a handle on success. I have learned how to succeed because I have been trained well. Following are a few things I have been able to find online:

Certification Courses: 5 Levels

1. Getting Started

2. Build Your own Traffic Producing Website

3. Making Money!

4. Mastering Social Engagement

5. Achieving Maximum Success Through Content Creation

Each level has several courses and the training available to make you successful! I repeated most of the lessons. Some were simple but needed more exploring. Others were new to me and my then limited expertise. I can’t believe how much knowledge is packed into these lessons. Yet the progress from one step to the next is given in easy steps for those who aren’t technologically proficient when they begin the courses.

You Get All the Training

Every site that I tried before this would promise they could teach me how to be successful. What they taught me was that I needed to hire a group of professional online gurus to help me build a successful online business. I paid good money to learn this, too. Their ads said that even a monkey could learn how to use their program. I guess that I’m not as smart as a monkey because I couldn’t begin to understand what they were trying to teach me. “You’ll never believe how easy it is to make money online,” their ads read. I learned the hard way, out of pocketbook hard way, that paper will lie still and let you write anything on it. At least the paper they wrote on did! I was never able to follow more than the first couple steps. Not nearly enough to learn anything. However, all that has changed now. Since I found this site, I have learned how to be successful online. All I’ve done since I’ve been here is grow and grow. That’s where I am. That was what I was looking for in the first place. Can I tell you that I found a place where you can work at your pace, make the amount of money you want to make, and work when and where you want to.

Work for Yourself

The best boss you will ever have is YOU. Working for yourself online doesn’t require lots of energy. You don’t have to have a specific location where you go to work. With today’s technological advances, you can work from nearly anywhere. I prefer to work at home with my family nearby. That’s where you can find yourself, too. Are you ready for the change? Are you ready to be your own boss? Then don’t wait! Visit me to begin today!